Working Through Conflict: Strategies for Relationships, Groups, and Organizations
368Working Through Conflict: Strategies for Relationships, Groups, and Organizations
368Paperback(10th ed.)
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Overview
Product Details
ISBN-13: | 9781032489186 |
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Publisher: | Taylor & Francis |
Publication date: | 10/01/2024 |
Edition description: | 10th ed. |
Pages: | 368 |
Product dimensions: | 7.00(w) x 10.00(h) x (d) |
About the Author
Joseph P. Folger is Professor of Adult and Organizational Development at Temple University. He is Co-founder and current President of the Institute for the Study of Conflict Transformation.
Marshall Scott Poole is the David L. Swanson Professor of Communication, Senior Research Scientist at the National Center for Supercomputing Applications, and Director of I-CHASS: The Institute for Computing in the Humanities, Arts, and Social Sciences at the University of Illinois, Urbana-Champaign.
Randall K. Stutman is the Managing Partner of CRA Inc., a global leadership and communication consulting firm headquartered in Radnor, Pennsylvania. He is also the founder of the Admired Leadership Institute.
Table of Contents
List of Cases xv
Preface xvii
Introduction 1
The Women's Hotline Case 2
The Women's Hotline Case (Continued) 3
Conflict Defined 4
Arenas for Conflict 5
Productive and Destructive Conflict Interaction 7
Judgments About Conflict Outcomes 9
Plan of the Book 11
Summary and Review 11
Communication and Conflict 13
A Model of Effective Conflict Management 13
Moving Through Differentiation and Integration 14
Taking the Middle Path: Moving Toward Integration 18
Recognizing Destructive Cycles 19
Tacking Against the Wind 20
Properties of Conflict Interaction 22
Property 1: Conflict Is Constituted and Sustained by Moves and Countermoves During Interaction 23
Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselves 25
Property 3: Conflict Interaction Is Influenced by and in Turn Affects Relationships 27
Confrontation Episodes Theory 28
Property 4: Conflict Interaction Is Influenced by the Context in Which It Occurs 32
The Columnist's Brown Bag 33
Summary and Review 34
Conclusion 36
The Inner Experience of Conflict 38
The Parking Lot Scuffle 39
The Psychodynamic Perspective 39
Collusion and Intractable Conflict 42
Emotion and Conflict 44
Psychodynamic Theory and the Parking Lot Scuffle 44
Verbal Aggressiveness 46
Emotion in the Parking Lot Scuffle 51
Social Cognition and Conflict 51
Social Knowledge About Conflict and Conflict Interaction 52
Social Knowledge About Conflict and the Parking Lot Scuffle 58
Social Cognitive Processes and Conflict 58
Expectancy Violations and the Parking Lot Scuffle 60
The Role of Attributions in the Parking Lot Scuffle 63
The Interaction of Psychodynamics, Emotion, and Social Cognition in Conflict 65
Trained Incapacities and Conflict Interaction 67
Summary and Review 69
Conclusion 71
Conflict Interaction 73
Stages of Conflict 74
Rummel's Five-Stage Model 75
Pondy's Model 76
Stage Models of Negotiation 76
Insights of Stage Models of Conflict 76
Multiple Sequences in Conflict 78
Final Thoughts About Stage Models of Conflict 79
Charting a Conflict 79
Stage Models and the Parking Lot Scuffle 79
Interdependence 80
Interdependence and the Parking Lot Scuffle 82
Reciprocity and Compensation 82
Can Conflict Competence Be Assessed? 84
Reciprocity and Compensation in the Parking Lot Scuffle 86
The Tit-for-Tat Strategy 87
Framing Issues in Conflict Interaction 87
Issue Framing and the Parking Lot Scuffle 90
Social Identity and Intergroup Conflict 91
Intergroup Conflict Dynamics and the Parking Lot Scuffle 97
Counteracting the Negative Impacts of Social Identity and Intergroup Conflict 98
Summary and Review 100
Conclusion 101
Conflict Styles and Strategic Conflict Interaction 104
Origins of Conflict Styles 105
Conflict Styles in the Parking Lot Scuffle 106
What Is a Conflict Style? 107
An Expanded View of Conflict Styles 109
Competing 111
Avoiding 112
Accommodating 114
Compromising 115
Collaborating 116
Determining the Styles of Others 118
Pairings of Conflict Styles 119
Shifting Styles During Conflict Episodes 120
College Roommates 121
Selecting Conflict Styles 123
A Procedure for Selecting Conflict Styles 124
Cultural and Gender Influences on Conflict Styles 128
Cultural Influences 128
Gender Influences 130
Styles and Tactics in Practice 130
The Would-Be Borrower 131
Summary and Review 133
Conclusion 135
Power: The Architecture of Conflict 136
Power and the Emergence of Conflict 136
A Raid on the Student Activity Fees Fund 137
A Raid on the Student Activity Fees Fund (Continued) 138
A Relational View of Power 140
The Eccentric Professor 142
Social Categorization 143
The Mystique of Power 144
Interaction 145
Legitimacy 146
Implications of Endorsement for Power 146
Power and Conflict Interaction 147
The Creativity Development Committee 148
The Use of Power in Conflict Tactics 152
Threats and Promises 152
Relational Control 154
Issue Control 155
The Balance of Power in Conflict 158
The Dilemmas of Strength 158
The Copywriter's Committee 159
Unbalanced Intimacy 160
Job Resignation at a Social Service Agency 161
The Dangers of Weakness 162
Cultural Differences in Values 165
Working with Power 165
Diagnosing the Role of Power in Conflict 165
Fostering Shared Power in Conflicts 167
Summary and Review 170
Conclusion 172
Face-Saving 174
The Dimensions of Face 175
Face Loss as It Relates to Face-Saving 176
A Threat to Flexibility in Conflict Interaction 176
The Professor's Decision 178
The Outspoken Member 178
The Controversial Team Member 179
Conflict Interaction as a Face-Saving Arena 183
Face-Saving Frames in Conflict Interaction 188
Resisting Unjust Intimidation 188
Refusing to Give on a Position 190
Suppressing Conflict Issues 191
Face-Giving Strategies 192
Working With Face-Saving Issues 196
The Productivity and Performance Report 199
Summary and Review 200
Conclusion 202
The Context of Conflict Interaction 203
History 204
Coordinated Management of Meaning in the Parking Lot Scuffle 207
Working with History 209
Climate 210
Riverdale Halfway House 213
More Detail on Climate 215
Climate and Conflict Interaction 217
Identifying Climates 219
Working with Climate 220
Breakup at the Bakery 221
Creating Constructive Climates 222
The Expanding Printing Company 225
The Organizational Context 227
What Type of Dispute Resolution System Does an Organization Have? 227
Working with Organizational Dispute Resolution Systems 229
Summary and Review 230
Conclusion 232
Managing Conflict 234
Review of the Normative Model for Conflict Management 234
Navigating Differentiation 235
Framing Problems or Issues 236
Cultivating a Collaborative Attitude 238
Moving from Differentiation to Integration 239
A Procedure for Managing Conflicts 241
How Can We Manage Extreme Conflict? 244
Additional Useful Techniques 245
The Psychological Evaluation Unit 249
Summary and Review 251
Conclusion 252
Third-Party Intervention 254
Property 1: Conflict Interaction Is Constituted and Sustained by Moves and Countermoves During Interaction 255
Third-Party Mandate 256
Responsiveness to Emerging Interaction 260
Organizational Co-Heads 262
The Family Conflict 263
Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselves 266
Third Parties and Conflict Cycles 266
Neighbor Noise Problems 269
Third Parties and the Overall Shape of Conflict Behavior 270
Third Parties, Differentiation, and Integration 271
Property 3: Conflict Interaction Is Influenced by and in Turn Affects Relationships 276
Property 4: Conflict Interaction Is Influenced by the Context in Which It Occurs 278
Third-Party Roles and Ideologies 279
Transformative Mediation: A Relational Approach to Conflict Intervention 281
Third-Party Roles and Climate 282
Summary and Review 284
Conclusion 287
References 288
Index 305